ABOUT TUCK...consulting projects overseas. Students have worked with global corporations, nonprofits, nongovernmental organizations (NGOs), and governments on projects in more than

The first graduate school of business, Tuck is consistently ranked

among the top management schools in the world.

Tuck offers only one degree—the full-time MBA. This focus

distinguishes Tuck from other business schools and enables us

to devote unsurpassed attention and resources to our students.

Tuck also offers open enrollment, specialized, and custom

executive education programs to help managers and companies

think strategically, manage change, and embrace innovation.

The school differs from its competitors in important ways. Our focus,

personal scale, group learning environment, faculty excellence in both

teaching and research, and the high degree of loyalty and involvement

of our alumni shape the educational experiences we offer.

The curriculum at Tuck is as dynamic as the world of business itself.

Integrated course offerings evolve with insights from faculty, visiting

business executives, and accomplished alumni. Flexibility built into

the curriculum—through elective courses, group projects, joint

degrees, an international field study, and independent investigation—

allows students to focus on specific interests and obtain the skills

they need to become leaders in any career they choose.

Tuck faculty are renowned for their dual excellence in research

and teaching. Through their research and interaction with practicing

managers, they are able to publish widely in top journals and to bring

unique insights into the classroom. Faculty also direct Tuck’s five

research centers, which focus on issues that drive today’s economy.

The Tuck School of Business is one of three professional schools at

Dartmouth College in Hanover, New Hampshire.

Tuck School of Businessa t D a r t m o u t h

t u c k s c h o o l o f b u s i n e s s w w w . t u c k . d a r t m o u t h . e d u o f f i c e o f p u b l i c r e l a t i o n s 6 0 3 - 6 4 6 - 2 7 3 3

Paul Danos

Dean

Laurence F. Whittemore

Professor of Business

A B O U T T U C K

a L u m N I N E t W o r K

Whatever their career paths, Tuck alumni of any age acknowledge

the tradition of commitment and support that passes from one

class to the next. One indicator of this commitment is the level of

financial support: the rate of alumni participation in annual giving

is the highest of all business schools and has been over 60 percent

for more than 20 years.

Tuck alumni form a global community of people passionate

about sharing their experiences with current students and faculty.

Through their continuing involvement on campus as mentors,

visiting executives, recruiting contacts, and internship providers,

Tuck alumni keep an open and interactive channel between the

school and the business world. This rich tradition of involvement

creates an unmatched global network for students and graduates at

every stage of their careers and extends even to the highest levels

of corporate executives, who also serve as Tuck overseers and MBA

advisory board members.

A B O U T T U C K

“The ability to collaborate, which I developed in my study group and team projects at Tuck, serves me every day because now my job is getting things done through other people. In the end, you can look anything else up, but not that.”

Christianne L. Strauss D’82, T’86

Senior Vice President, General Mills

President and CEO, Cereal Partners Worldwide

Pamela Scott T’75

President and CEO, LVCC

Alexander M. Cutler T’75

Chairman and CEO, Eaton Corporation

Sherri C. Oberg D’82, T’86

President, CEO, and Co-Founder

Acusphere Inc.

Alan Pesky T’60 with T’05s Trina Lorch and Ann Waterman,

who coauthored a business plan for the Lee Pesky Learning Center

t u c k s c h o o l o f b u s i n e s s 1 0 0 t u c k h a l l h a n o v e r , n h 0 3 7 5 5 u s a

A leader in executive education, Tuck offers rigorous and timely

open-enrollment programs that focus on both specific skill sets and

broader general management issues.

Tuck also partners with select organizations to drive critical

organizational initiatives and address strategic business issues

through customized, high-impact learning solutions. Tuck has deliv-

ered custom programs to leading companies such as Hasbro, Avaya,

Aetna, Eli Lilly, and Raytheon. As the strategic objectives of organi-

zations evolve over time, Tuck’s learning models respond to changing

needs with flexibility and clarity.

In addition to open-enrollment and custom learning solutions, Tuck

creates specialized programs combining both of these models. These

engagements can be developed for a consortium of companies,

created in partnership with other institutions, or targeted to specific

populations of learners.

In any format, Tuck learning initiatives achieve business results by

clarifying strategic objectives, building executive competence, and

aligning and strengthening organizational capability. This success is a

result of superior program design including preprogram and post-

program assessment, action learning, applied learning, and coaching.


Professor Leonard Greenhalgh

Faculty Director

Minority Executive Education

Programs

Tuck School of Businessa t D a r t m o u t h

“Tuck’s flexibility and willingness to address Hasbro’s specific needs was exceptional. We have built a relationship on a variety of levels through their faculty, management, and staff. The pro-gram was a very positive experience for our participants, and we’re extremely pleased with the results.” Alan Hassenfeld

Chairman, Hasbro, Inc.

E X E C U T I V E E D U C A T I O N

r E P r E S E N t a t I V E E X E C u t I V E E D u C a t I o N

P r o G r a m S

Tuck Executive Program: Three week-long modules help senior

executives sharpen management perspective, integrate functional

expertise into strategic management processes, and develop leader-

ship skills to drive breakout performance.

Leadership and Strategic Impact: This program links leadership

development to organizational transformation. Participants learn

how leadership behavior influences the strategic process as they

develop new skills and frameworks to lead more effectively and

inspire extraordinary performance.

Strategic Financial Leadership Program: SFLP helps senior finan-

cial executives understand the nexus of finance, leadership, and

communication. Participants become partners in formulating their

company’s strategy and helping in its execution. They leave the

program with the tools to become trusted strategic advisers who

ensure that finance not only flows from, informs and fits strategy,

but also leads it.

Global Leadership 2030: A program designed to help multinational

companies develop a global mindset and embrace cultural diversity

as an opportunity. Each year, a consortium of companies sends a

select group of fast-track executives through the program, which

spans nine months (one-week modules in the fall, winter, and spring)

and three continents in countries such as the United States, China,

and India.

Leading Innovation: This program offers practical frameworks to

address all innovation initiatives—large and small; risky, less risky;

new processes; new products; new services; moves into adjacent

markets; entirely new businesses. When companies launch innova-

tion initiatives, they typically allocate almost all of their time and

energy to the hunt for the breakthrough idea. But this is merely a

starting point. The real innovation challenges lie beyond the idea.

Participants learn how to move past these challenges and successfully

execute an innovation initiative.

Minority Business Executive Programs: Tuck offers three unique

programs that provide minority business owners the tools necessary

to operate successfully and strategically grow their companies.

Tuck Business Bridge Program®: Four weeks of business basics at

Tuck prepare liberal arts and sciences undergraduates for careers

in business.

Additional programs include:

• Online Bridge Program™

• Smith-Tuck Global Leaders Program for Women

For an up-to-date list of programs, please visit www.tuck.

dartmouth.edu/exec.

E X E C U T I V E E D U C A T I O N


“By the time the ink dries on your latest global strategy, it will be out of date. Organizations must continually reinvent themselves to be successful. Executives need to shift their focus from managing the present to creating a future.”

Vijay Govindarajan

Earl C. Daum 1924 Professor of International Business

F A C U L T Y

“Tuck offers plenty of resources, stimulating colleagues, and the flexibility needed to do pathbreaking research.”

Kenneth French

Carl E. and Catherine M.

Heidt Professor of Finance

Tuck faculty have been shaping the practice of management for

over a century. Each is a scholar, actively pursuing academic

inquiry, and each maintains strong connections to the corporate

world. Visiting scholars, research scientists, and postdoctoral

researchers collaborate with faculty and bring international perspec-

tives and new areas of expertise to the school.

All full-time faculty teach in the Tuck MBA program. A unique

aspect of Tuck’s faculty is their accessibility outside of the class-

room. Here, faculty are an integral part of the Tuck community.

T H O U G H T L E A D E R S H I P

Through their dedication to teaching and to pioneering research,

Tuck faculty maintain a dual excellence that creates a vibrant, intel-

lectually challenging environment. As researchers, Tuck faculty are

leading authorities in their fields. They challenge traditional think-

ing about critical business issues. Their fields of study exceed the

boundaries of the curriculum, and when students want to know

more, they have the opportunity.

C O R P O R A T E C O N N E C T I O N S

Faculty are vitally connected to the business world through consult-

ing, participation on corporate advisory boards, and teaching in

Tuck’s highly regarded executive education program. Their corpo-

rate associations keep the classroom experience grounded and

relevant while allowing them to tap into extensive networks that

bring inspirational business leaders to campus. For more informa-

tion, see www.tuck.dartmouth.edu/mba/learning-247/visitors.


Professor Margaret A. Peteraf

Tuck School of BusinessA T D A R T m O U T H


F A C U L T Y

Professor Ella L.J. Edmondson Bell

Professor Matthew Slaughter

Professor Robert G. Hansen

A R E A S O F E X P E R T I S E

Tuck faculty are available for comment on a wide variety of business

topics, some of which are included in the list below. To find the best

faculty member for a story or to connect with a particular professor,

please call or write the Tuck Public Relations office at 603-646-2733

or [email protected]. For individual faculty profiles, please

visit www.tuck.dartmouth.edu/faculty.

• Accounting: Auditing, Sarbanes-Oxley, financial reporting, CFOs,

taxes, earnings management

• Business Schools: MBA programs, history of the MBA, global

business education, comparative business education

• Career Development: MBA compensation, common MBA career

paths, career re-entry, executive education

• Corporate Communication: Reputation, crisis management, presen-

tations

• Corporate Social Responsibility: Corporate citizenship, sustain-

ability, self-regulation

• Corporate Governance: Boards, bankruptcy, restructuring, take-

overs

• Economics: Regulations, auctions

• Ethics: Applied ethics, workplace ethics, military ethics

• Executive Education: Minority and women executives, mid-career

education

• Finance: Investments, hedge funds, mutual funds, IPOs, private

equity, analysts, insider trading, reporting

• International Business: Emerging markets, globalization, Asian

business and politics, political economics

• Innovation: Innovation in mature organizations

• Leadership: Leadership development, outside-the-box leadership

• Marketing: Branding, social issue marketing, pricing, database

marketing, transformative consumer research, statistics

• Operations Management: Supply chain management, production,

service, call centers

• Organizational Behavior: HR management, teamwork, negotiation,

conflict resolution

• Private Equity & Entrepreneurship: VC, buyouts, new ventures,

risk, alliances, startups

• Strategy & Management: Hypercompetition, failure, CEO succes-

sion, R&D, M&A

• Specific Industries: Airlines, autos, baseball, broadcast media, credit

cards, DVDs, energy and oil, healthcare, real estate, toys,

and more

• Technology: CIOs, privacy, IT security, operations and supply

chain issues

Business education, today as in 1900 when Tuck was founded, must

include an immersion in business thinking where students learn

from leading scholars and from each other. It must be broad-based.

And it must have a global perspective, with inputs from diverse

cultures.

Tuck’s Center for International Business is dedicated to education

and research on international issues facing business and national

leaders. The center’s goal is to be a primary location in the Tuck

community for students, faculty, and alumni interested in learning

more about global opportunities and problems facing firms.

The popular Tuck Global Consultancy course gives second-

year students the chance to participate in on-site corporate

consulting projects overseas. Students have worked with global

corporations, nonprofits, nongovernmental organizations (NGOs),

and governments on projects in more than 50 countries worldwide,

learning how to operate effectively in new environments and

cultures—a prerequisite for success in a globalized economy.

The annual Tuck International Forum is organized by the Center

for International Business and receives sponsorship from the John

Sloan Dickey Center for International Understanding at Dartmouth.

Previous forums have focused on the rising prominence of Chinese,

Indian, Russian, and Latin American companies; international

career paths; and confronting corruption in global business.

In a typical year, about half of Tuck Executive Education’s open-

enrollment programs include global business topics, and more than

half of Tuck’s custom executive education client initiatives are

developed around the theme of global leadership.

Tuck Student Ambassadors represent the school in more than 25

countries around the globe, and the student-run International Club

brings together the many different cultures of Tuck for everything

from career panels to international food festivals.

I N T E R N A T I O N A L R E A C H


Korean/Japanese Culture Night

Tuck Global Consultancy

in Vietnam

Tuck School of BusinessA T D A R T m O u T H

• International students from

more than 40 countries

make up over 30 percent of

the Tuck student body.

• More than a quarter

of Tuck’s faculty is of

international origin.

• Nearly one-third of all

students participate in the

Tuck Global Consultancy

course.

E X C H A N G E P R O G R A m S

Students can spend a second-year term at one of the many MBA

programs with which Tuck has an exchange arrangement. Exchanges

are offered with:

• Australian Graduate School of Management, Sydney

• ESSEC Business School, Paris

• Keio Business School–Graduate School of Business Administration,

Keio University, Japan

• Graduate School of Business, University of Cape Town,

South Africa

• Graduate School of International Management, International

University of Japan, Urasa

• Handelshochschule Leipzig Graduate School of

Management, Germany

• HEC School of Management, Paris

• IESE Business School at the University of Navarra, Barcelona

• Indian School of Business, Hyderabad

• Instituto de Empresa, Madrid

• IPADE Business School, Mexico

• London Business School

• Otto Beisheim Graduate School of Management at WHU,

Koblenz, Germany

• SDA Bocconi University School of Management, Milan

• Universidad Adolfo Ibañez, Santiago, Chile

• Universität St. Gallen, Switzerland

I N T E R N A T I O N A L R E A C H

Professor Kevin Lane Keller in Mumbai

Tuck Global Consultancy in Nepal

Tuck Investiture


“Our Tuck Global Consultancy study was an excellent decision-making document, and the recommendations have shaped our Asia Pacific development strategy. I equate simplicity with genius, and, by that standard, the recommendations were brilliant—easy to understand, clearly prioritized, and actionable. The analytical models were well quantified and superbly documented. It was a first-class effort.”

Geoff Apthorp T’90

Gear Pump Division Business Development

Parker Hannifin Corporation

M B A P R O G R A M

Tuck deliberately offers just one degree—the full-time MBA—and

enrolls approximately 260 students in each class. This enables the

school to focus its attention and resources and to maintain a low

student-to-faculty ratio. Tuck students have access to a faculty of

exceptional teachers and renowned scholars. And a strong sense

of community serves students well, both while they are at Tuck

and throughout their careers.

I n t e G R A t e d A n d I n d I v I d u A l I z e d C u R R I C u l u M

Tuck’s curriculum teaches cutting-edge concepts with real-world

applications and hones each student’s ability to solve business

problems, make informed decisions, and lead organizations.

The first year focuses on both leadership and collaboration.

Core courses in essential management competencies are carefully

integrated across functional areas to build on and complement

each other. This ensures that students receive a solid foundation

in financial analysis, marketing, strategy, communications, and

operations—all from the perspective of a general manager.

The First-Year Project lets students apply classroom learning to

the unpredictable realities of an actual client’s real-world business.

Student teams organized by professional interests consult for an

established company or develop a business plan for a new venture.

Concluding presentations are evaluated by classmates, clients,

consultants, alumni, venture capitalists, and Tuck faculty.

Tuck’s second year is fully elective, offering more than 70 elective

courses in finance, strategic management, marketing and commu-

nication, operations and decision science, organizational behavior,

healthcare, entrepreneurship, and more. For a full description of

electives, visit www.tuck.dartmouth.edu/mba.

Leadership development is central to Tuck’s mission. In the

Jonathan L. Cohen D’60, T’61 Leadership Development Program,

each student creates a personalized plan for achieving leadership

goals through course work, periodic self- and peer assessments, one-

on-one coaching, career counseling, and written assignments.

The Beacon Capital Partners Leadership Speaker Series offers the

opportunity to learn firsthand from some of the world’s most

successful business leaders.


Tuck School of BusinessA t d A R t M O u t h

“Everything we do at Tuck—from a study- group project to running a club—reminds us that collaborative leadership is the most critical element of our success. Peer feedback is an especially important part of our development as leaders.”

Carey D. Albertine T’05


M B A P R O G R A M

C A R e e R O P P O R t u n I t I e s

Tuck MBAs, with their strong analytical skills and team orientation,

fit seamlessly into the business world and are positioned for success

in many different areas—from finance, marketing, and real estate

to nonprofit or entrepreneurial ventures. Tuck consistently places

among the top schools in the MBA rankings in compensation and

placement for graduates. See our latest rankings at www.tuck.

dartmouth.edu/news/rankings.

Recruiters turn to Tuck because our graduates are valued both for

their business acumen and for their ability to lead a team. More than

700 companies in major industries have active recruiting relation-

ships with Tuck. These include top consulting and financial services

firms, consumer product companies, and major corporations in tech-

nology, biotech, media, and private equity.

In addition to traditional on-campus interviewing, Tuck cultivates

an array of recruiting relationships that optimize the alignment

between student interest and career opportunities. Each student

receives individual attention from career development profession-

als to refine job-search skills and establish relationships with firms.

Important career programs include:

• Sector Smarts, in which alumni share career experience and insight

on industry sectors

• on-campus company briefings and networking sessions

• industry clubs—focused on finance, consulting, healthcare, non-

profits, and many more industries—featuring company overviews,

alumni contact, and networking trips to major industry centers

• Career Development Fellows, executives available to discuss

professional goals and offer industry expertise and career advice

For more information on career development at Tuck, visit www.

tuck.dartmouth.edu/careers.

J O I n t A n d d u A l d e G R e e s

Tuck offers joint and dual degrees in association with Dartmouth’s

graduate programs and some of the nation’s best professional

schools. Tuck also works with students to design their own degrees

with other universities, such as a JD/MBA.

• MEM/MBA with Dartmouth’s Thayer School of Engineering

• MD/MBA with Dartmouth Medical School

• MPH/MBA with Dartmouth’s Center for the Evaluative

Clinical Sciences

• MBA/MALD with Tuft’s Fletcher School

• MBA/MPA with Harvard’s John F. Kennedy School of Government

• MBA/MSEL with Vermont Law School’s Environmental Law Program

• MBA/MA with Johns Hopkins’s Paul H. Nitze School of Advanced

International Studies

For more information, visit www.tuck.dartmouth.edu/mba/

elective-curriculum/joint-and-dual-degrees.

Tuck’s Winter Carnival

“Tuck’s alumni network is better than any other program’s because the two-year experience is so strong. And it lasts a lifetime.”

Pamela Scott T’75

President and CEO, LVCC

R E S E A R C H C E N T E R S

Tuck’s five research centers bring a cross-disciplinary focus to issues

that drive today's economy. They leverage the research efforts of

faculty and give them greater visibility, enrich the curriculum and

learning environment for MBA students, and connect the school

with corporations and practicing managers.

The Center for Corporate Governance researches how differences in

capital markets, ownership structures, and legal traditions between

nations affect the optimal design of financial contracts and best

practices in corporate governance. The center examines conflicts

between shareholders and other corporate constituencies that often

arise during hostile takeovers, bankruptcies, restructuring, and in

the determination of executive compensation. The center presents its

research in scholarly journals and at academic and industry confer-

ences, including its signature conference at Tuck, Contemporary

Corporate Governance Issues.

The Center for Digital Strategies is dedicated to advancing the

theory and practice of management in a digital, networked economy

and to examining the role of digital strategies in creating competi-

tive advantage. Its research focuses on the impact of technology

on all aspects of management in the extended enterprise, including

the supply chain, marketing, and product development. The center

fosters a learning community of scholars and executives through

pragmatic roundtable discussions on issues facing CIOs and their

senior executive colleagues, including globalization, information

security, and organizational change.

The Center for International Business is dedicated to education and

research on international issues facing business and national leaders.

The center’s goal is to be a primary location in the Tuck community

R E S E A R C H C E N T E R S A N D I N I T I A T I V E S


Tuck School of BusinessA T D A R T m o u T H

“Our work with private equity practitioners is two-way: we gain valuable information about the industry and offer practical solutions to its critical challenges.”

Colin Blaydon

William and Josephine Buchanan Professor of Management

Dean Emeritus

Director, Center for Private Equity and Entrepreneurship

Jeffrey R. Immelt D’78,

chairman and CEO of General

Electric, at Dartmouth’s Greener

Ventures entrepreneurship

conference hosted at Tuck


R E S E A R C H C E N T E R S A N D I N I T I A T I V E S

Professor Andrew Bernard, director of Tuck’s Center for

International Business, in Tokyo

for students, faculty, and alumni interested in learning more about

global opportunities and problems facing firms. The center manages

the Tuck Global Consultancy course through which students have

completed more than 100 consulting projects in over 50 countries.

It also organizes conferences on and off campus for academics and

executives and brings speakers to Tuck to address issues of impor-

tance in international business.

The Center for Leadership’s goals are threefold: To design and

offer leadership development activities that accelerate the pace at

which Tuck students assume leadership roles in business; to support

and advance cutting-edge research on topics that deepen current

understanding of leadership; and to serve as a forum where business

leaders and scholars exchange best practices and research findings,

and collaborate in developing innovative approaches to leadership

development.

The Center for Private Equity and Entrepreneurship advances the

understanding of private equity investing and entrepreneurial

ventures. The center focuses not just on fast-growing companies or

the private equity industry itself but also on the interactions among

entrepreneurs, participants in the private equity industry, and finan-

cial markets. Its mission is to be a trusted, independent source of

insights on private equity and entrepreneurship; to bridge gaps in

understanding among entrepreneurs, the private equity industry, and

financial services institutions; and to offer high-quality educational

materials and programs for a broad audience.

T u C k I N I T I A T I v E S

The Allwin Initiative for Corporate Citizenship integrates Tuck’s

early principles into the MBA experience by exploring the inter-

section of business and society. The Allwin Initiative focuses on

ethics, community involvement, and corporate citizenship, provid-

ing resources and opportunities for students to consider issues, gain

career experience, establish a commitment to community, and learn

from role models. www.tuck.dartmouth.edu/initiative

The Healthcare Initiative brings together the expertise and resources

of Tuck, Dartmouth’s Center for the Evaluative Clinical Sciences,

and Dartmouth Medical School to foster leadership and management

solutions in healthcare. By bringing industry leaders to campus for

panel discussions and informal meetings with faculty and students,

the initiative actively creates opportunities to advance the dialogue

on crucial healthcare-related management issues. www.tuck.

dartmouth.edu/healthcare.

Students participate in the Allwin Inititative’s day of service.

Documents

ABOUT TUCK...consulting projects overseas. Students have worked with global corporations, nonprofits, nongovernmental organizations (NGOs), and governments on projects in more than